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During the COVID-19 crisis, leaders are having to make decisions that involve paradoxes: choosing between seemingly self-contradictory goals. Those who reframe their thinking about such decisions will make better ones.
The real competition in the energy industry in the years ahead will be for a new kind of leadership.
The COVID-19 crisis will force many companies into some form of restructuring. Keeping a few purpose-focused principles in mind can help boards and leadership teams emerge with more agile, innovative, and resilient organizations.
In this podcast, Mike Puzziferri, retired deputy fire chief in the FDNY, shares his experience during the recovery and rebuilding after 9/11 and the lessons the FDNY learned to better prepare for future crises.
Analysis of how leaders approach customer-centricity suggests that some lower-level executives have lessons for the most senior.
Companies that are agile have a better chance of not just surviving but thriving during the COVID-19 crisis.
Even before the COVID-19 pandemic, boards were facing a daunting mix of challenges that highlighted weaknesses in many traditional practices. To be fit for the future, boards must focus on their purpose, composition, and culture.
The CPO role is gaining traction in the tech and fintech industries. What should companies consider when appointing one?
It’s already clear that the COVID-19 pandemic will change many companies’ current form. As boards consider their next steps, expert knowledge on restructuring will become an important component of board oversight.
What excellent leadership is—and is not—in the COVID-19 pandemic.
When digital transformations begin to meet resistance, pausing to reset course and emphasizing talent and culture can help companies reengage the organization and rebuild momentum.
Focusing on three principles will help leaders support a resilient workforce during the COVID-19 crisis, and do so in a way that will help the whole organization thrive in the long term.
Jacqueline Chow, non-executive director for Coles Group, and David Gonski, chairman of ANZ, discuss the important role that boards serve in promoting D&I initiatives and helping companies realize the business benefits of their efforts.
Rethinking how we describe leadership is a crucial step in finding and attracting the right leaders for today’s challenges.
While progress has been made on building inclusive and supportive cultures for LGBTQ people in the workplace, further work is needed. In our interviews with four leading executives, they discussed four key practices that can help make this a reality.
Despite the evidence that a diverse and inclusive workforce is connected to significant performance improvements, too few companies are seeing their D&I efforts pay off. In this report, we suggest a path forward for companies to close this gap between efforts and results.
What HR leaders are seeing as their biggest challenges right now, and some proven principles that can help.
In this podcast, Marc Zionts, executive chairman and board member of Precision Nutrition, a native 100% virtual business, discusses what it takes to successfully run a business with a remote workforce, both during the COVID-19 crisis and beyond.
How do some leaders build teams that develop better ideas, innovate continuously, and drive strong business results—all while doing right by everyone?
D&I will be one of the critical differentiators in how companies weather this storm. What should leaders know?